Business

Sharp learning curve for bosses as WFH goes global

Published

4 years ago

June 19, 2020

LONDON (Reuters) – Two weeks into the coronavirus lockdown and Sergei Holmeckis, a boss at Deutsche Telekom’s Czech operations in the city of Brno, was frustrated with staff video calls. His team didn’t like turning on their cameras and the discussion was stilted.

“I started to show them my cat,” Holmeckis said. “It showed the human side of me more and really changed the perception. It got people to switch on their cameras and be more engaged.”

Such tactics obviously won’t appeal to everyone. But they do show how the world’s biggest experiment in working from home is forcing managers to reassess their methods – especially as surveys predict higher levels of remote working post-pandemic.

Before the new coronavirus began spreading, just 2.9% of the world’s employees were working exclusively or mainly from home, according to the International Labour Organization (ILO), a Geneva-based UN agency.

Within weeks, that figure exploded as social distancing forced companies to launch telework schemes. An Argentinian study found that 93% of large firms had turned to telework; in Britain, half of all employers said that by late-April the bulk of their staff were working from home.

The exercise was often chaotic, with scant regard for what tasks could be performed at home. Many workers faced cramped living spaces or had to juggle the job with children grounded by school closures. Others felt isolated.

Yet overall reactions have been broadly positive. Surveys in the United States and Britain have shown over three-quarters of companies expect to offer more homeworking after the pandemic, with staff citing benefits such as greater work-life balance and claiming they felt just as productive as in the office.

Twitter was among the first to declare that working from home would be a permanent option, while the head of Barclays bank suggested that “putting 7,000 people in a building may be a thing of the past”.

“This is a revolution here and we don’t know what the end-result will be,” said Jon Messenger, an ILO expert on working conditions who has traced the history of telework since it first emerged in the mid-1970s with the label “telecommuting”.

“Managers in the past have been very unwilling to do this because of the loss of direct control over subordinates … it requires a totally different approach to management.”

Trust the worker

Messenger argues the new approach implies above all a shift towards greater results-based performance appraisal while allowing employees more scope to organise their work time.

But while various studies link so-called “time sovereignty” to productivity benefits, some companies find that hard to take on board. Developers of employee tracking software – which for example send managers screenshots of their staff’s computer screens – are currently reporting a surge in sales.

Companies where tasks are hard to quantify argue that some form of monitoring is essential. But workplace experts warn that excessive surveillance can be counterproductive.

“Employers risk damaging the relationship if they are treating staff like children,” Ben Willmott, head of public policy for the CIPD body of human resources professionals.

The rise over the past decade of collaborative software has made teamwork from separate locations easier, weakening the argument made in 2013 by former Yahoo! boss Marissa Mayer that teleworkers were seen as a “drag” on office-based colleagues.

But such tools still leave many employees with a sense of disconnect and lack of structure in their working lives. Just as Deutsche Telekom’s Holmeckis did by using his cat as an ice-breaker, managers will have to learn how to bridge the distance.

“There is a risk of people disengaging. A lot of the conversations are operational, about tasks: low on empathy, low on personal support,” said Octavius Black, whose company Mind Gym offers workshops on remote management skills.

For now, the world is not far enough into the mass telework experiment to know how it will change work patterns or even what the real impact has already been on productivity.

It is also unlikely to be representative of how companies and employees will use telework when the health crisis abates.

Assuming that lockdowns do not have to be reimposed to prevent a second wave of the virus, ILO’s Messenger suggests that telework will become more widespread but in a watered-down form – optional and not for the entire working week.

“The sweet spot is about two or three days a week,” he said. “Then you won’t have so many of the downsides.”

Reporting and photo: Reuters

Action

Denise Hoefer brings world-class Padel to The Nautilus Maldives

Published

1 day ago

December 2, 2024

m@ldives

As part of its ‘Masters for Masters’ series, The Nautilus Maldives will host Denise Hoefer, Germany’s No. 1 padel player and one of the world’s top 50 most influential figures in the padel industry, for an exclusive Padel Masterclass from March 22 to 25, 2025. This exceptional event invites guests to enhance their padel skills under the expert guidance of a global champion, all set against the stunning backdrop of the Maldives’ Indian Ocean.

Padel, recognised as the world’s fastest-growing sport, has captured the hearts of 30 million enthusiasts globally, according to the International Padel Federation. This March, The Nautilus will provide a unique opportunity for guests to immerse themselves in this thrilling game during a four-day Padel Masterclass led by Denise Hoefer, Germany’s top-ranked female padel player and captain of the German national team. Participants will refine their techniques on The Nautilus’s state-of-the-art padel court, while experiencing the island’s signature blend of world-class coaching and timeless, unscripted hospitality.

The Padel Masterclass will feature a tailored mix of group and private sessions, catering to players of all levels. Younger participants will have the chance to join the Young Wonderers program, offering specially designed classes that introduce the sport in a fun and engaging way. After an energising day on the court, guests can unwind at Solasta Spa, where exclusive treatments by Maison Caulières—such as Spinal Connection Deep Tissue Healing, Volcanic Stone Therapy, and Warm Poultices—promise ultimate relaxation and rejuvenation. These tranquil spa experiences provide a perfect complement to the day’s dynamic activities, leaving participants refreshed and revitalised.

With just 26 ultra-luxury houses and residences, The Nautilus offers an intimate sanctuary within the Baa Atoll, a UNESCO Biosphere Reserve. Surrounded by powder-soft white sands, vibrant coral reefs, and crystal-clear waters, this private island retreat redefines bespoke hospitality. Every element is meticulously crafted to inspire, offering guests an unparalleled ultra-luxury experience focused on relaxation, renewal, and discovery. Whether honing padel skills or embracing the serenity of island life, The Nautilus stands as the ultimate destination for discerning travellers.

Business

BBM, Lifebuoy empowers hygiene practices among Maldivian children

Published

2 days ago

December 2, 2024

m@ldives

BBM, in collaboration with Lifebuoy, marked Global Handwashing Day 2024 with engaging activities aimed at instilling the habit of proper hand hygiene among Maldivian school children. Held on November 17th, the event continued the successful “H for Handwashing” campaign, blending education with creativity and fun.

The initiative featured info sessions, exciting games, and creative contests designed to teach children the importance of handwashing while giving them a hands-on understanding of the correct techniques. Activities ranged from reimagined board games like “Germs & Ladders” and “Handwashing Ludo” to interactive sessions that reinforced hygiene habits in an enjoyable way.

This campaign underscores BBM’s commitment to fostering healthier practices among the younger generation, contributing to a healthier and more hygienic Maldives. COO of BBM, A.V.S. Subrahmanyam, emphasised, “At BBM, we believe that empowering the next generation with the knowledge and tools for better hygiene practices is vital for building a resilient and healthy community. We are proud to continue our efforts in collaboration with partners like Lifebuoy.”

Adding to this, Muksith Hussain, Head of Retail Sales at BBM, shared, “Reaching children through such innovative initiatives helps us lay the foundation for a healthier tomorrow. We are thrilled to see the enthusiasm and participation of these young minds in learning the importance of hygiene.”

The event also saw valuable support from the Maldivian Red Crescent (MRC), whose contributions enriched the experience for the children. BBM expressed gratitude for MRC’s involvement, as their efforts played a key role in making the event impactful and memorable.

Through campaigns like this, BBM aims to nurture a lifelong habit of handwashing, creating a brighter and healthier future for the Maldives.

Let’s keep the spirit alive—join the Handwashing Revolution with BBM and Lifebuoy!

Business

SIX & SIX PRIVATE ISLANDS to introduce 6 resorts in Maldives

Published

4 days ago

November 30, 2024

m@ldives

SIX & SIX PRIVATE ISLANDS has announced the first phase of its plan to develop six resorts in the Maldives. Co-founded by CEO Laith Pharaon, the company aims to establish a hospitality model based on personalised service, artistic design, and a cosmopolitan lifestyle.

The initial two resorts are set to open in South Malé Atoll in 2025 and 2026, with each property featuring unique experiences. All resorts will adhere to a shared philosophy of tailoring stays to individual guest preferences.

Speaking about the company’s approach, Pharaon highlighted the focus on enhancing the guest experience by prioritising time, space, and freedom. He stated that removing unnecessary elements allows the company to deliver a guest journey aligned with expectations.

Director of Operations Marc Gussing shared insights into the planned offerings, which include personalised services beginning before guests arrive. Gussing, with nearly 15 years of experience in the Maldives, emphasised the aim to cater to guests seeking customised experiences that align with their preferences.

SIX & SIX has outlined its commitment to sustainability through ambitious environmental and social goals. The resorts will incorporate solar power, zero-waste practices, support for local produce, reef rehabilitation projects, and community programmes. These efforts aim to preserve the Maldives’ natural environment and contribute to its local communities.

The first resort, RAH GILI MALDIVES, will open in late 2025. Located in South Malé Atoll, the resort is near a dolphin sanctuary and will offer 74 pool villas, including 38 overwater options. Villas will range from 120 to 200 square meters, each featuring private pools. Guests will have access to dining options, cultural activities, and social spaces.

In 2026, DHON MAAGA MALDIVES will follow as an ultra-luxury resort. The property will include 31 overwater and 25 beach villas, with sizes ranging from 250 to over 400 square meters. Features include private pools, wellness facilities, and fine dining. The resort also plans to offer private-jet transfers and a wine cellar, aiming to deliver exclusive experiences.

SIX & SIX PRIVATE ISLANDS is positioning itself as a key player in the Maldives’ hospitality sector with its blend of tailored experiences and sustainability-driven practices.